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From a Business Analyst to A Business Consultant: Unraveling Business Processes
- 1. Georgy Saveliev Business analyst Business consultant 25+ years of experience 60+ projects Writer Co-author of BABOK® Guide CBAP, CPM, PSPO Book author
- 2. Unraveling Business Processes Georgy Saveliev Growing from a Business Analyst to a Business Consultant
- 4. 4 What did you have for breakfast today? Past Now Future How much cash have you got in your wallet right now? How many users were there during the last month? What should be the system’s response time? How many registered users are there now? Elicitation of facts Requests to make a decision What are you going to have for dinner?
- 5. 5 I do not know. What’d you advise? What are you going to have for dinner? Sturgeon steaks with white wine I won’t have dinner tonight Ask my wife about this I’ll go to a restaurant with partners, we'll see then I haven’t decided yet I don’t want to think about it nowWhy are you asking?
- 6. 6 Every time you give advice to someone who is faced with a choice, you are consulting. Peter Block, Flawless Consulting
- 7. 7 Business Analysis: “defining needs and recommending solutions that deliver value to stakeholders”
- 8. 8 1. Analyze current state 2. Define future state 3. Define change strategy Strategy Analysis
- 9. 9 Bring together Business Architecture Perspective Business Process Management Perspective 11.4 11.5
- 10. 10 8 industrial zones + free economic zone National regulator • Design • Build • Operate • Promote
- 11. 11 consultant project manager business analysts IT architect 120+ business processes • Comply with legislation • Improve services • Extend services • Accelerate • Streamline 3 months
- 12. 12 Plan Just tell them what to do 3 months 5 people 120 processes 5 FTE * 3 mo * 160 hrs/mo = 2400 work hours 2400 hrs / 120 processes = 20 hours/process
- 13. 13 Each process makes sense on its own, but not they all together How to unravel the hairball? How to split work? What to elicit? How to document? How to merge work? How to ensure completeness? How to summarize the results?
- 14. 14 RealityPlan 3 months 4 months 5 people 1.5 people 120 processes 160 processes 5 pers. * 3 mo * 160 h/mo = 2400 work hours 1200+ hours of consultant’s work 2400 h / 120 processes = 20 hours/process ≈ 8 hours/process (both as-is and to-be)
- 15. 15 Outcomes 1. Client: “The best consulting we’ve ever seen” 2. Business process consulting model
- 16. 16 Business process consulting model: Taxonomies Deliverables Sequence Level of detail Documentation style Presentation of results
- 17. 17 Consulting – influencing people at their request Gerald Weinberg, The Secrets of Consulting
- 18. 18 ClientConsultant Managers Subordinates Coworkers Your client will need to convey your advise to other people involved Partners Consultants Whom to influence?
- 20. 20 Show the situation through your eyes
- 21. 21 Recall yourself visiting a good physician
- 22. 22 In your presentation What is it all about? Can I trust this? What should I look at? Motivation, task, agreements Methods, sources of information, evidences Overview of deliverables What do I neet to know? Picture of the current situation What does it mean for me? Problems, implications What can I do about that? Picture of the future, recommendations, options In your client’s mind What should I do next? Required decisions and actions
- 23. 23 Business process consulting model: Taxonomies Deliverables Sequence Level of detail Documentation style Presentation of results
- 24. 24 Business Architecture Perspective Business Process Management Perspective Taxonomies Business Architecture Guild® Reference Models https://www.businessarchitectureguild.org/ Process Classification Framework (PCF) https://www.apqc.org/ Capabilities Processes
- 25. 25 Matter of business Physical Conventional Digital Abstract • Oil • Cars • Houses • Plants • … • Property • Relationships • Insurance policies • Contracts • … • Data • Multimedia • Identities • Accounts • … • Health • Wellbeing • Safety • Education • … Essence of business Actions of Control • Have value to customers • Could be separate businesses © Georgy Saveliev, 2020
- 26. 26 Matter of Business Physical Conventional Digital Abstract Actions of Control Value Customers Reward Products & Services Customer proxies Channels Activities Actors Costs Assets Processes © Georgy Saveliev, 2020
- 27. 27 Matter of business Physical Conventional Digital Abstract Actions of control • Design • Construct • Arrange • Maintain • Repair • Lease • Sell • … • Projects • Licenses • Certificates • Permissions • Investment attractiveness • Ease of doing business Industrial zones • Accounts • Relationships • Privileges • Interactions • Balances • Land • Buildings • Infrastructure
- 28. 28 Current Processes Concerns Evidence Current Tools Future Processes Changes Analytics & References Future Tools Recommendations Roadmap Standards & Guidelines Glossary, Concept Models, Taxonomies Objectives Options Business Process Consulting Deliverables As-is To-be To doWant Core Supporting Optional Initial Key: 1 2 3 4 5 6 0 © Georgy Saveliev, 2020
- 29. 29 • usable land • investors • business diversity • total business value • services More Less • unutilized land • time to start business • time to get services • effort to get services • effort to provide services • cost of services • complaints Objectives 0
- 30. 30 As-Is To-Be Summary Summary Lead time Relevant performance metrics Net time Frequency Time sensitivity Triggers Triggers Prerequisites Prerequisites Inputs Inputs Outputs Outputs [Flow diagram] [Flow diagram] Flow description Flow description Current Process Future Process 1 3
- 31. 31 Process Performance Metrics • Lead time • Resource time • Processing time • Cycle time • Density • Consistency • Throughput • Effectiveness • Cost • Error rate • Simplicity • Multiplicity • Evenness Concerns Future Process 2 3
- 32. 32 Example Identifier CRN_ADM_VLN_01-01: Insufficient record of violations Type Organizational capability Stakeholders Management, administrative department, customers Description Current implementation captures the information about penalties rather than the violations that caused them. A record of violation should also include: • date, place, and time of the violation • the data of person(s) who discovered the violation and reported it • … Impact Compliance with regulations, customer experience Improvement potential Can provide correct and fair processing of violations through recording sufficient information about them Concern 2
- 33. 33 • Databases • Interviews • Surveys • Minutes of meetings • E-mails • Discussion threads • Claims and complaints • Regulations • Case studies How do you know it? How important is it? How persistent is it? Evidence
- 34. 34 Example Identifier CHG_ADM_VLN_01-01: Automate processing of violations Type Technology Description Implementation of UI, data model, and business logic for: • entering violation data • automated detection and recording of violations • computation of accumulated points and penalties • … Assumes integration with: • payment gateway • accounts receivable • … Expected benefits Release personnel work time Comments The violation records shall be accessible to all employees Change 4
- 35. 35 • Analyst reports • Competitive analysis • Case studies • Regulations • Standards & guides • Best practices Why do you think it will work? How do you know it? Who else did it this way? What are the alternatives? What do the industry leaders do? Analytics & References
- 36. 36 Example Title Automate regular workflows Description Automate regular workflows using a workflow engine, document management system, or business process management solution Target outcomes • Faster delivery of higher quality services with less effort • Better customer experience • Reliability, predictability, and auditability of processes • Improved availability and efficiency of workforce Viable options Activiti; Amazon SWF; MS Power Automate; Oracle BPM; IBM FileNet; Hummingbird DM; Kiss Flow; Pegasystems; Bizagi… Decision criteria National language support; vendor reliability; security; functional capabilities; comprehensibility; ease of customization; ease of integration; maintainability; fit for the technology landscape Recommendations 5
- 37. 37 What’s next?
- 38. 38 Brant Pinvidic, The 3-Minute Rule: Say Less to Get More from Any Pitch or Presentation. Portfolio, 2019. Hone your presentation skills William Zinsser, On Writing Well, 30th Anniversary Edition: The Classic Guide to Writing Nonfiction. Harper Perennial, 2016.
- 39. 39 Eliyahu M. Goldratt, Jeff Cox, The Goal: A Process of Ongoing Improvement. North River Press, 2014. Michael L. George et Al., The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed. McGraw-Hill Education, 2004. Master your understanding of process improvements
- 40. 40 Peter Block, Flawless Consulting: A Guide to Getting Your Expertise Used 3rd Edition. Pfeiffer, 2011. Get the consulting guts Gerald Weinberg, The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully. Dorset House, 1985.
- 41. 41 Questions?